Repainting, modifying, smashing Taylorism

Hans Pruijt (Erasmus University, Rotterdam, The Netherlands)

Journal of Organizational Change Management

ISSN: 0953-4814

Publication date: 1 October 2000


Survey data show that post‐Tayloristic production concepts are not developing to the extent that many researchers had originally expected. It also is inadequate to portray post‐Taylorism as a development that is happening, but just slower than expected. This is inadequate because there are counter‐tendencies: the resurgence of the assembly line in the highly paradigmatic automobile assembly; the rise of the McDonalds‐type organization; and continuing skills‐replacing automation. An explanation for this persistence is sought. Considers possible reasons for decision makers to be attracted to Taylorism as well as reasons for disliking Taylorism. To some extent, it is possible for managers to work around these problems but there are ways to tackle these problems by making modifications to Tayloristic patterns, while keeping basic principles intact. Thus, adaptability is shown to be an important explanation for the resilience of Taylorism. Finally, the paper makes inferences from results obtained in organizations where a more radical break with Taylorism has been attempted.



Pruijt, H. (2000), "Repainting, modifying, smashing Taylorism", Journal of Organizational Change Management, Vol. 13 No. 5, pp. 439-451.

Download as .RIS




Copyright © 2000, MCB UP Limited

Please note you might not have access to this content

You may be able to access this content by login via Shibboleth, Open Athens or with your Emerald account.
If you would like to contact us about accessing this content, click the button and fill out the form.
To rent this content from Deepdyve, please click the button.